New Employee Orientation 101

Uploaded by USOPM on 14.05.2010

Good afternoon.
My name is Karen Kolakowski
and I work at US office of Personnel Management
for Carmen Andujar in Recruiting Policy and Outreach.
We will be hosting a series of Webinars this year
related to effective recruitment practices
so that agencies can learn from each other
and bring ideas back to their own organizations.
Today's Webinar is being presented by Rebecca Fields
with US Department of Interior's National Business Center.
Rebecca will be talking about NBC's orientation program
from new employees.
There will be an opportunity for questions
and answers at the end of the presentation.
If, during the webcast, you have questions
please email them to,
so that we may answer them at the end.
I am delighted to introduce Rebecca Fields.
Rebecca works in the National Business Center's
Human Capital Strategy office,
located within the Office of the Director.
Her areas of responsibility include the development
execution of Human Capital Strategies across the NBC.
She has been instrumental in projects such as
the development of the NBC workforce plan,
the Human Capital Score Card,
the Annual NBC Employee Survey
and the NBC New Employee Orientation Program.
Miss Fields was also the project manager for a DOIY,
Diversity Outreach and Recruitment Initiative
with responsibilities for overall project management
and evaluation and currently leads
the NBC quality Work-Life initiatives.
Prior to joining NBC, Rebecca worked for
the Office of Personal Management
on Federal wide pilot initiatives
for competency based qualification standards.
Before joining the Federal Government,
Rebecca was a senior technical recruiter
with CoreTech Consulting Group,
where her responsibilities included
recruiting mid-to-senior-level technology infrastructure staff
and helping to revamp the firm's Employee Orientation Program.
Prior to CoreTech consulting group,
Rebecca joined ExecuTrain of Philadelphia
as the company's first corporate recruiter
where she created formal recruitment programs
for all divisions within the company
and was the lead software trainer for the company.
Please welcome Miss Rebecca Fields.
Good afternoon.
Thank you Karen, thank you to OPM for having me here.
I am thrilled to be here.
This NBC New Employee Orientation Program
was something that I worked on all last year
so it's very near and dear to my heart
any time I have an opportunity to talk about it, I do.
So I am very excited to be here.
So with that we will dive right in to the slides.
There we go.
So I wanted to start out by having you all
think about your first day as a new employee.
I don't know if yours look like that, but my kind of did.
I've actually been with NBC now for almost nine years
and when I came aboard there was no orientation program
and we also say it was very chaotic.
So and actually what happened
was when we developed this program
that was really one of the thoughts
that drove everything we did
was to really think about the employee on their first day
and to try to give them all the tools and
necessary information to help make it a successful first
and many, many subsequent days.
I wanted to start off by, when we talk about orientation
should really look at the definition
and if you see here it says
just set right by adjusting to fact or principles
to acquaint with the existing situation or environment
that last one in particular is exactly what we focused on.
We wanted to make this program,
a program that would educate our new employees,
educate them about the National Business Center,
NBC and educate them about the Department of the Interior
and this organization that they have now joined.
So we really wanted them to become
acquainted with our current environment.
I want to start up by giving you
a little bit a background history
as to how this orientation program came about.
We started with this was actually a direct out put
of our 2007 NBC workforce plan,
this is was the first enterprise wide plan
that have been developed at the NBC
and out of that plan came
17 discreet human capital initiatives
one which was the New Employee Orientation Program.
The program was leaded for development
last fiscal year that's when we did it.
One of the four NBC strategic goals
focuses exclusively on human capital
and I wanted to point that out because
that goal actually says that
whatever goals is to develop and sustain
a world-class workforce by investing in human capital.
So that's a pretty lofty goal and so for us it flowed directly
into your developing this orientation program
making sure that we do give back to our employees.
Before we developed this current program
that I am going to talking about
I just kind of want to tell you a bit about
the previous orientation that we had at NBC,
very transactional, very operational,
it's your typical paper work,
it was about one to two hours a day,
nothing strategic was actually addressed.
And this is kind of interesting because
here we are wanting to develop this new program
and so for us I guess coming into it
developing a new program this was actually really good,
because the bar was pretty low already
so anything that we did was going to be better
than what we currently had,
I mean everybody recognized that we needed this program
it was just a question of when we are going to put forth
the resources to do it
so that worked out really well for us.
So where did we begin,
we were the Human Capital Strategy office
was told we want you to develop an orientation program.
So we looked at a couple places first,
we started off by doing both a literature
and a website review
and I want to be perfectly honest and tell you that
we absolutely did not believe in reinventing the wheel
there is a lot of great stuff out there already
in particular if there is anyone out there
who has visited NASA's orientation website
or if you from NASA
you will recognize couple of documents down the road
that we certainly borrowed from.
But there is lot of agreed information out there,
we want to be sure that we captured it
so we looked at best practices
on both the federal and private side.
We also looked at the current NBC on boarding components
again I mentioned earlier it was very straight forward,
very operational but in particular
we wanted to see if there are anything
that we are currently doing
that could be incorporated into our new program
and we actually did have one thing in particular
which was we had at that time a supervisor checklist.
And so what we did no I will talk about this latter is that,
we actually built on that supervisor checklist
made it more robust more comprehensive.
After that we were finally able to determine the goals
and the outcome of the project.
So here is what we came up with,
the goals of the New Employee Orientation Program,
one, to aid and integrating and acculturating
new employees into NBC
and their respective Directorate.
The second goal was to provide new employees with the tools,
resources, and knowledge to be successful and productive
and ultimately it's a framework for integrating
and engaging new employees.
So these two goals really drove everything
that we did in this program.
Just a quick work about the timeframe and the budget,
the time frame as I mentioned earlier
this project was slated for FY09
and that was completed then.
We developed the project plan
and a total of five and half months to completing
we finished two weeks later totaled six months
however this really was not a problem no adverse impact,
that works really well because we have slated it for June 15
and our first live orientation wasn't until the middle of July.
So really when we realize
that we are going to be couple weeks late we,
you know on the communication instead of saying in actual date
we would say its coming mid-summer
so that really worked for us.
As far as the budget goes
we were given a budget of a $100,000
and I know some of you out there might be saying
wow that's so great
and the truth is that when I first saw that
I was little concerned,
I thought what do they want me to develop here
I have no idea.
It was a lot of money, but the important thing to know is that
when I did get that figure to me
it showed NBC Senior leadership commitment to this program,
it showed they placed that much of an emphasis
on their employees
that they were willing to give us that money,
with even better is that we came in 65% under budget
and later on in the presentation
I will go through some of the cost figures.
So we basically spent approximated $35,000.
Now before we go into talking a little more about the program
I want to give you very brief overview of the NBC structure
at our organization
because this is really key to one of the issues
that we were continually coming up against
while developing this program.
I don't know how well this translates on to your computer,
but basically just to give you an idea,
we have seven directorates.
We are seven very distinct directorates,
we are a share service center
and what we do is we provide business management services
to more than 150 federal clients.
So, within those seven directorates,
we have five major office locations
and about four smaller locations.
We've got a few onesies and twosies
surrounded throughout the country as well.
So, the point here is what I want to say
is that it's a very complex
and a very diverse organization,
so when were developing the program,
we had to continually focus on making the program applicable
meaningful to if not all the majority of our new employees.
Once we had done our project plan,
we came up with a couple of key deliverables.
So, the first one is
what we had developed with a live two-day orientation,
it was strategic and enterprise wide
and it was a mix of learning and fun.
We also developed a new employee orientation website
as well as tools for employees and managers,
which consisted of things like templates and checklists
and I'm going to go through that in a little bit.
When we thought about the mandatory program components,
this was something that we really struggled with.
We very much wanted to be judicious
and what we made mandatory,
we certainly didn't want people feeling as though
they had one more requirement as we constantly do.
So, again we were judicious in what we mandated,
so that people wouldn't be overburdened with requirements.
So, we decided on two components
and these are two pieces that were primarily tracking.
One is the live orientation,
and then the second one is the NBC new employee checklist.
As far as the live orientation goes,
what we did was we developed this two-day program
and we mandated that everybody within NBC
up to a GS15 would be required to attend.
So, it is in the policy.
We specifically stated that
it had to be done within six months of their start date
and we did this to minimize the travel component.
As far as the new employee checklist goes,
we mandated that would be completed within four months
of their date of hire.
So, now we are ready to go.
We started out one of the big things what we wanted to do is,
we wanted to make sure
that this program came off really professional.
We wanted it to be fun, but we wanted it to be professional.
So, what we did was we started out by designing a logo.
Now, NBC is very fortunate
because one of the services that we offer,
we actually have an in-house graphics area.
So, we worked with them for a fee,
I would like to think that we got the NBC family
and friends discount, I don't know.
But we worked with them and they created a great logo
and for those of you who aren't familiar with the NBC logo,
it has a star.
So, this worked out really well, it just...
the logo what we ended up doing
was we sent it out in all of our communications,
everything we did so it gave a really polished
and a really professional look to everything that we did.
We also created an NBC
new employee orientation email account.
And again, I'll talk to this in a little bit,
but we sent out a lot of communications
and again keeping that professional feel in mind,
we wanted to make sure that was all coming from one account,
so we set that up.
The program was also developed using a more laid back
and casual approach.
So, if any of you are familiar with Southwest airlines,
if any of you have flew in them.
Basically, what they are about is taking business seriously,
but not taking themselves too seriously
and that's what we did.
When we go through the website,
you'll see some of the words that we used, very casual,
very laid back, it's getting the message across,
but we wanted to do it in a fun way.
Okay. So, with that
let's dive into the NBC two-day live orientation.
At this point, what we had to do is now that we had a plan,
we had to brief our Senior Leadership Team
again we already knew that they gave us a nice sum of money,
so we knew that commitment was there,
but we had to really workout the logistics
considering that a lot of that
actually the entire senior leadership team
would be asked to participate in the orientation.
So, what we did was we went and we met with them
and we talked about
how often orientation would be conducted.
Now, I'll tell you this,
we have about 200 new employees every year,
so ideally if I had my druthers,
I would have liked it every pay period,
but I knew that wasn't going to happen,
we weren't going to get that.
So, what we did was we went in and we thought
okay let's be little more realistic about it,
so we thought maybe bimonthly.
So, every two months we would do it, we went in,
we argued, we discussed, we came out quarterly,
so at least we came to a consensus on that.
So, we are looking at about 50 people at each orientation.
Then the travel piece came into play
and so we were wondering well,
we know we have employees all over the country,
are there any technology options that we could employ here.
So, we looked at things like WebEx, video conferencing
and again we wanted to have it live in person.
Needless to say, we did not think that
a way to welcome our new employees would be say
Hi! welcome NBC
and let's sit in front of a WebEx for two days
that's not what we wanted to do.
So, we finally came to the conclusion
that indeed it would be done live.
At that point, we said okay, where is it going to be held?
Again, we really pushed for having it in D.C.
we really wanted it to be at NBC headquarters
at the DOI headquarters.
We thought this was really important
as part of the overall,
not just orientation experience to see headquarters,
but really to understand from an NBC employee
who is particularly out in the field.
What happens at headquarters,
I mean there is a very different work environments,
sometimes between headquarters and in the field.
I think it's important that both parties see the other side.
We lost that battle too.
So, we compromise on the quarterly orientation,
and then we compromised on holding
the quarterly orientation,
which would then rotate back and forth
between and D.C. and Denver.
And the reason Denver is because that is actually although,
we are headquartered here that's our major location
where we have the most number of employees.
So, we are probably about 65% out in the west
and 35% of our employees are out here.
So, you can imagine when we have our Denver orientation
it is slightly larger than the one here in D.C.
Then came the piece of how we were going to fund travels
in each location and as I mentioned previously,
in our policy we did mandate that every employee
must attend New employee orientation within six months
of their hire date and that six months component
is really important because well ideally
and we do suggest that each employee try
and make it to the next you know the closest orientation
from their date of hire.
We specifically put that six-month language in their
so that travel cost could be minimized,
so if you are in Denver
and you come right after the orientation in Denver,
you could theoretically come to you know two orientations later
and you would still be within your six month period.
So that seemed to be a nice compromise between us
and the senior leadership team.
Again, I don't know how well this is going to show
through on the computer,
so I just want to show you this is absolutely not
what we wanted orientation to be.
This is a Dilbert slide and what it says is in the first page.
As you can clearly see in slide 397,
and then the next one shows people going "gaaaah"
and then the third shows somebody sweet in the air
with a captioning "PowerPoint Poisoning".
This right here drove everything that we...
you know when we setup the orientation
of how would it will look like,
I said don't want it to be "Death by PowerPoint".
So, we are very cognizant of that.
So, here is what we did do, the components of live orientation.
Again, what we wanted to do was
we wanted to combine educating our employees about the NBC
and DOI and we wanted to do it in a fun way.
So, what we did was we started out every orientation,
of course with an ice breaker, which is fun
followed by an overview of DOI,
and then we have a 30-minute video about the history of DOI
and again, I can't take credit for the video,
it was done by one of the other bureaus
probably about 15 years ago.
But it's a fascinating video of the history of DOI
and there is so much history there.
So, it's a really great foundation
for all of our new employees.
Then after that, we take a short break
and we definitely wanted to make sure
that incorporated enough breaks.
People have actually in the feedback said,
thank you give enough breaks often times, other places don't.
So, after that short break,
it's then followed by a 90-minute presentation
from the NBC director.
I want to repeat that again, in case if you weren't listening.
It's a 90- minute presentation from the NBC director
and the reason I want to highlight that is
we have received so much positive feedback
from Doug Bushwar our director
from him doing this presentation every quarter.
He is there in person and for us it's too advantage
that he is a great presenter,
he is very articulate makes jokes.
So, you know, if 90 minutes it can be a lot
but really everyone is still on the edge of their chair
at that 91st minute.
So but the point is that people are so appreciative
that the NBC Director has made that time
in his calendar and it is hard to make that time.
So the fact that he has come
and he has placed that importance
on the new employees speaks volumes.
So after that presentation by the Director,
we have four of our other Directorates
go through Directorate overviews
and these are 20 minute overviews
about their Directorate
and they're all and each Associate Director,
each Directorate Head does a presentation
and the presentation it's an overview
but its actually gear towards people not in their Directorate.
It's talking to the employees
who are not part of the directorate
and the things that they need
or should know about that particular Directorate.
So that's basically the first half of the first day.
Again, we didn't want to kill anyone with PowerPoint
so we were very cognizant as to how we structure the day,
and so what we did for the rest of that first day is
we have a couple of through out that day in the second day,
couple of program areas whether we DOI or NBC why,
one of them which is the Department Ethics Office
and it's great they come in
and they do a brief presentation on ethics
of course everyone's already have the ethics training
at this point but this is just a refresh
and then they have this fun little game
where everybody gets a clicker
and you get to vote, you know,
question comes up and you vote
and you get to see on the screen, you know,
real time who is voting for what
and then there's a discussion around it.
So, again it kind of breaks up the monotony of PowerPoint,
so that's really fun.
We also have a presentation on
employee rights and responsibilities
in the main interior building,
if you come to orientation here in DC
you'll have a tour of the murals in the building,
it's a very historic building with some fabulous murals
and say we have somebody
actually take us around for about a 40 minute tour
and explain it to us, there's a lot of rich history there,
so that's really exciting.
And then we also have our orientation leader
walk the employees through the DOI,
the NBC and then the NEOP,
the New Employee Orientation Program website
because that way our employees will know
where to find the information.
So that's a bit about Day 1.
Day 2, we hear from the remaining directorates
and on day 2, we get to go on a field trip
and again this is always a highlight of orientation
and what's really great is, you know,
I believe in taking advantage of everything
that's right here on our backyard
and that's part of the DOI family so we did.
What we wanted to do is we wanted to show our new employees
the scope and the depth of the work being done within interior.
So let's move away a little bit from NBC
and let's look at our big picture.
So what we did was we worked with the National Park Service
which is a bureau of the Department of the Interior
and we were able to arrange for NBC private tours
of the some of the national monuments
right here in Washington, and so it works out great.
they bring two park rangers two, you know,
shuttles we all get on,
we go to couple of monuments and it's about a two hour tour
and it's really fascinating.
And even if you been to that monument before
but these park rangers are wonderful resources,
so its very exciting for everybody
particularly for the people who actually aren't from DC
and this is really their first time here.
So it's... but most importantly
it's a great way to expose our new employees
to life on the job for an employee at another bureau.
Now, when we were in Denver
we had a little bit more of a challenge
and there was finding, you know,
we didn't have monuments right there in our backyard
but what we did have, the last time we were there,
we went to one of our bureaus
the U.S. Geological Survey,
we went to their National Ice Core Lab,
so you can imagine in the e-mail
that we sent everybody prior to coming,
you know, it was October and October in Denver
you never know what you're going to get
so of course we told them that but then we said,
we're also going to send you into,
you know, subzero temperature.
So we said don't worry there will be a little costume change,
little break right before hand
and everyone got bundled up in their jackets,
in their gloves and their mittens and it was a lot of fun.
I actually thought they were going to have
quite a few people complain about the temperature
but not one, so that was really good.
When we go back, we're about to go back
in about three weeks for doing orientation in Denver.
This time we're going to the National Earthquake Center
also part of the U.S. Geological Survey.
So I think, you know,
that's going to be a lot of fun there too.
At orientation, I'm sorry...
I just I want to talk about couple of more things on Day 2.
Of course we hear from the remaining Directorates
but we also have, we have a customer service game.
Customer service is key within in NBC.
So one of the things that we do is we actually have some,
we have our Associate Director
from the Federal Consulting Directorate and he,
they got these customer service games,
and so we split everybody into groups,
we play the games separately,
we have prizes for the winners.
And then afterwards it kinds of wraps it up
with some general customer service information
and again that's a really great way to break up
the monotony of just watching at PowerPoint
but we also hear from some other key program areas
such as IT security, internal controls, competencies
as well as quality management.
One of the things we do for our new employees at orientation
is we want them to be excited,
so we've gotten them some fun NBC paraphernalia,
some sport sacks that we wear of course,
you know, NBC coffee mug a lunch sack, great journal so,
you know, some couple of things that they can take back,
you know, they can be proud of and excited.
One of the things we also did is we put, we actually developed a,
we put all the presentations on to a CD
and again going back to that branding
that I talked a couple of slides ago,
what we did was on the CD label there's the,
there's our logo
and then on the CD insert we also have it.
So again it's very customized, looks really professional
and I have to share a little story with you this morning.
My office just moved over the weekend and I came in on Monday
and the key worked, it was in my filing cabinet,
I come back a couple of days later this morning,
there's no key, my filing cabinet is locked
that's again great I wanted to bring the CD
in case anyone was interested in seeing this.
So I went down the hallway
to our brand new executive assistant,
she's been here for about four months,
she attended the orientation in January
and I didn't want to put her on the spot
in case she didn't have it but I say Michelle
do you by any chance have that orientation CD that we gave,
do you just have it somewhere around here,
it goes right into her door pull
and says I use this all the time,
I looked and I said
"oh my God I think that brought a tear to my eye"
of course we also gave her, you know,
I also took that opportunity to give her an update that,
there are updated presentations on the NEOP website,
the New Employer Orientation website but really
she said I use all the time for orange charts and seek contacts
and so I thought that's great, that was wonderful.
So the last thing I want to say about live orientation
before moving on to the website
is that as you can imagine it's a training,
there are so many logistics involved
I couldn't possibly go into the details
but for those of you looking to develop
a new employer orientation program
and if you are looking to do a live orientation
just be cognizant that there are a lot of details,
the logistics never end it can be very time consuming
at times particularly last couple of weeks
before we do hold an orientation
it's absolutely well worth it but I feel I'd be remiss
if I didn't tell you just how much effort goes into that.
So moving on I want to talk about
the new employee orientation website.
This year I know you're not able to see
but for those of you who want the slides
I think you will be able to get them from Karen afterwards
if you send her an email
and you could take a closer look at this.
I didn't want to include this
because I'm sorry this is my first time ever
designing a website I worked with a fantastic web master,
so Dwight and I became close, close friends
and what we developed was this
and just to give you kind of idea of the layout
the major categories of the new employee website
focus on general information, Directorate information,
look at this I can't even read mine,
the new employee tool kit, supervisor tool kit,
sponsor tools, frequently asked questions
and what I did was I took some screenshots unfortunately
this site is actually behind our firewall
so I can't even send it out to you
but what I did was I thought the next best thing was
to do some screenshots which I'm going to walk you through
and talk you through the different areas.
What I will say about this website is that
it has about 65 individual pages.
So essentially that 65 pages of content
that needed to be developed
which was a huge amount of content,
again I've never done this before,
I had no idea what I was in for.
We certainly pulled content that were available
but the most of it we definitely developed ourselves.
What we also did which was really neat was
we used I guess we call a tool called Google Analytics
and well I'm sure this is,
its much more robust than I'm about to describe it
what we used it for is we put coding
on to each page of website
I'm able to go into Google Analytics
and track how many people are hitting that website
and of course it's really interesting because
as you can imagine when I send out e-mails
I was going to go the next day
and I'm like wow look at all these people
hitting the website today
but it's a great way to see
what people are actually viewing on the website.
So this year is the... when you click on to the
New Employer Orientation website this is what you'll see.
Now when I did this screenshot
I did this screenshot a couple of weeks ago
I actually realized
what a minute there is picture of the main interior building,
but that not suppose to be there.
Something happened we actually have a welcome video message
from our Director Doug Bourgeois.
So of course I quickly got our web master and said,
"hey where is my video"
and so at that time they were trying to find where it went,
but this here gives you a really quick overview
at the top and we're actually
we're going to go through each area.
So the first area here is the general information page
and we've got a couple of different categories.
We have NBC leadership team and what we have is
we have a picture of each Director Head and their bio.
We have strategic documents administrative information
and then New Employee Orientation policies
and again I don't know if you can seen on your screen,
but I circled in red a little area because
again we wanted to make our program
fun and casual layback
so I'm just going to quickly read you,
read you what it says here this is verbiage,
this is on the landing page there the page
you would get to when you click on the general information.
And it says lastly we've included
the must haves policy section
because after all what self respecting Federal website
will be called without a policy area not us.
So there right there is pretty indicative of the tone,
the causal nature that we wanted to portray
in doing this website.
When we go into the general information navigation,
we click down onto
I'm going to show you a couple of these,
the new employee orientation policies
I wanted to highlight these because their policies
and they are really important to what we do.
One of the first is the Associate Directors,
what we did is part of the New Employee Orientation Program
is we set it up,
so that every Associate Director
sends a welcome email to their new hire
and I'm going to talk about the process
in which they find out about the new hire a little later on,
but what I told them the Associate Director I said,
you can make canned email
and all you have to do is change the name at the top,
but it's really you go into drafts, you send it,
you are done, it's really easy,
but it's really meaningful to that new employee
to hear directly from their Associate Director.
The second piece is that we also had a policy to develop a letter
to the direct reports of the new hire.
So this would be an email from the supervisor
that would go to the new hires colleagues saying,
"hey I just want to let know
we've got John coming from in certain name of agency,
here is a little bit of about his background
and he is starting on in certain date,
please be sure to welcome him"
because there is nothing worst
and I've been there than walking into a department
on your very first day
and not having your coworkers know that you are coming.
So this is a way to get everyone the heads up
and it's a nice way to tell people
a little bit about this person,
but most importantly that they are coming,
so we definitely made that mandatory as well.
And also if you could see down the second to last bullet there
I even included sample letter,
they were welcome to take it, it was really easy to do.
Moving on the second bullet actually
the quick tips about the NBC New Employee Orientation Program,
what we did it was we worked pretty closely
at this point with our Office of Human Resources.
So on every employees first day they come
and they would still do their on boarding process,
however we wanted to make sure that they heard immediately
about the New Employee Orientation Program.
So what we developed was a quick one pager
that every new employee gets that morning during on boarding
and it talks about the key highlights
that they need to know as a new employee
about the New Employee Orientation Program.
So we immediately tell them
about the new employee checklist,
which we'll talk about in few minutes.
Where it is we've to find it.
We also talk to them about helpful phone numbers.
We talk to them about this website in particular,
there is a meet and greet card,
which I'll show you a little later on
and we also remind them or tell them about the live orientation.
So these are really important components
and while we send a letter
form the human Captial Strategy Office our office.
while we send a send it about two weeks after they start,
we want to make sure that we are hitting them on day one,
letting them know about all the great stuff
regarding new employee orientation.
There is one more piece that's not in actually policy per se,
but I did want to, to talk about it.
One of the really great things that we do is
we drafted a letter from the Director,
from Director Bourgeois
that goes to the house of every single new employee.
So it arrives before their first day
and it's a letter welcoming them to NBC,
talking about how great it is how excited we're
that they're coming and it personally signed by him
and we also do is we have developed a, a little card
and if you can picture the size of an envelope lengthwise,
we developed a card and it's titled the,
the top 10 ways for a successful first day.
So while we include that in there too,
but I think it's really great
because we are heading them about NBC
even before they walk in the door.
So we are really excited that this letter went off,
the Director was really excited about it
the feedback that we've gotten has been extremely positive,
so really good stuff.
moving on here now we're on the section of
the New Employee Orientation Toolkit
what I did it was I kind of when I did the screenshot
I hovered over the top navigation,
so you can see all the subcategories.
So what we have here is the new employee checklist,
we've got helpful phone numbers
associated with the checklist orientation information
10 steps for successful first day
what I just talked about
employee testimonials as well as
additional new employee orientation presentation,
so from the actual live orientation.
So if we go into a little deeper into the new employee toolkit
we come to the orientation calendar
and this is probably one of the most important pages
for the employees to first come to
because what it does is it tells about all the dates
and again we give that suggestion orientation
and at the bottom we've remind of the policy
that new employees are required to attend
orientation within six months of their start date,
but are encouraged to attend the orientation
closest to their start date so really important stuff there.
Down below we have the orientation registration form.
So they go there, they fill it out,
they send it back to us, they're registered
and what we do is again we are trying to
project that professional image,
so we developed a confirmation letter
of course with our logo at the top
and it sends them a confirmation that,
yes we have received your registration,
here are some more information
and go to the website for additional information.
Oh! You can't see down at the bottom,
but there is a frequently asked questions area too
and that just talks about some FAQs on live orientation
about travel, dress code, and things like that.
I just wanted to go back up top here
under the new employee toolkit to employee testimonials,
what we did here was, we wanted,
we actually sent this e-mail out to all NBC employees,
asking them, we gave them a set of questions like,
name, home town, office, what's yours title
and we gave them couple of questions like,
why did you come to NBC.
What's unique about your position?
What cool and interesting projects have you worked on
and I thought that oh this would be a great way
for new employees to learn about other new employee
other employees and what they do
and we got such a minimal response.
This was probably not one of the better things
about this project.
We really got, we got so few responses,
but I have to think that it has to do with fact that
I'm sure like many of you we're just inundated
with all employee messages and so I ended up going around
and try to recruit a couple of people, which worked well.
So it's new we have a people all from different Directorates
our new employees get to see a little bit about what they do.
I think we'll have to send that email out again.
Okay, moving onto the new employee checklist.
This checklist is 10 pages long,
so I couldn't possibly put it all in here,
but I what I did it was I took a screenshot of
what it looks like to give you an idea
and those of you who are from NASA or known of NASA,
you'll note that this looks very familiar.
Thank you NASA.
So at the top you'll see we have in the banner we have our logo,
so very important and then what we did it was,
well the checklist is actually broken down
into several major headings.
So heading one before your first day,
your first day, your first week, your first two weeks,
first 30 days, first 31 days,
there is some benefits thing that happen in those days,
first 60 days, and then your first three months.
So within those major headings we then have subtopics
and it's anything from safety and health,
training, your work environment, your job,
your pay benefits, IT travels, all those kinds of things
and so we think we have captured,
I'd like to say at least 99% of the information
that needs to be shared out there.
So it's, as it gets it's 10 pages
and this is a requirement for all new employees,
again they have to complete this within four months
and no I don't want to have all 10 pages checked off,
no, no, no there is a certificate of completion page,
the very last page, which is signed by both the employee
and their supervisors certifying that
they have gone through and done this.
And I think this is really important because
I have to say this is one of the ways that we feel,
we are doing our due diligence in terms of making sure
our employees have the information that they need.
If they have gone through this checklist,
there is a really good assurance
that they have the information they need.
I just did the second page of the checklist here
because I wanted to show you NV I guess
one, two, three, fourth column
you'll see there are some links there.
So what we did was where applicable
we provided links for additional information
and then in the very last column it got cut off but it says,
for more information contact
and then the office or the person that they can contact.
So again we were trying to give them
as much information as possible.
Okay, moving on to the manager and supervisory section.
Again, if you look at the top navigation,
we have three sub categories, the supervisor checklist,
the meet and greet card and additional tools.
So we'll dive in to the supervisor checklist
which looks very similar to the employee checklist.
We developed it to be similar to the new employee checklist.
But what was different was that
we did not make this mandatory for supervisors.
Again, going way back to program requirements
we were very concerned
that we didn't want to put more requirements on,
however I am sure that when supervisors see this,
I mean I have spoken to many and they are so grateful,
they are very excited that they have finally
a comprehensive checklist
of what to do when a new employee comes on board.
But again we did not make this mandatory.
So the supervisor checklist hits a lot of
what's contained in the employee checklist,
but there are few differences.
It's generally pertains to
things that happen before the employee comes on board.
So for instance in the supervisor checklist
it will say, have you identified a sponsor
or determine if access is needed to particular systems
and if so make sure you complete the necessary paperwork
and here is the link to that paperwork, things like that.
Also, what email groups will your new employee need
to be included in.
So to try and get that employee
up and running on their very first day,
we want to take care of all these
administrative tasks before hand.
So again the managers that I have spoken to,
I have actually had a couple call and say,
"Thank you so much this is really great."
We before this we did not have a process
that supervisors could go to and say,
"Oh, when I hire a new employee this is what they need to do,
we didn't have that and this now takes care of that."
So we've outlined the steps for them
and it's worked really, really well.
We also developed this NBC new employee meet and greet card.
And again this is not mandatory,
but as you can see it's very helpful.
What it is it's for the supervisor to fill out
prior to their employees first day
and it gives the new employee information like their name,
their title, e-mail, their phone,
their office and then if that person has a sponsor
it gives that information.
It also tells you who that person's
first level supervisor is, the second level supervisor.
Here is the name of my associate or assistant director,
my servicing HR specialist and then down to the bottom
it gives an area for a couple of people that,
my supervisor would like me to meet.
So again for new employee coming on
to get this at very first day, it's everything that they need,
it's all the key people they need to contact.
So again, a really great form, not mandatory, but helpful.
Then we have an area about additional tools
we have here the 10 steps for a successful first day.
This is different from the employee version
that we send out, this is the supervisor version,
again just something for them to read.
We also have suggested talking points
for the first discussion with a new employee,
we recognized that not everybody is a natural conversationalist
or natural manager
and that they necessarily know what to say.
So we've given them some suggestions,
things like talk about your personal philosophy
when it comes to NBC employees and our customers,
review the job description,
describe the type of work that you'll be doing,
performance appraisals etc.
Introduce yourself, talk about your role in the organization.
So again not mandatory but just some helpful things
to get the conversation started.
We also have here links to documents
that are already on our NBC website.
So we have a NBC manager's guide,
as well as the supervisor's corner
which are located on our employee intranet.
Moving on, if you go to the top navigation,
we have the sponsor area.
Now, I will say that the sponsor,
being a sponsor is not mandatory.
This was something that we've put out there to new employees
and the truth is that that there is a lot of it
going on very informally already,
but for those managers that want to have
a little more of a formal program,
we developed a sponsor checklist.
As you can imagine, similar to the employee,
the sponsor check although it's really a page and a half,
it's much, much shorter.
But and then we also developed a one pager of sponsor tips.
You know things to do, things not to do.
So again if this is very casual, very informal,
very, very casual but, you know,
it's a nice way to welcome our new employees.
Moving to the right on the navigation
we have directorate information.
And so again I hovered over just to show you that
each directorate is represented
and when you click on to that page,
if you look at the screen this is what every page looks like.
So for instance I took the
our acquisition services directorate.
We gave a brief overview about what AQD does,
where they are located
if you even notice in the back it's real hard to see,
because I hovered over it, but you'll see the green,
the green seal, that's the acquisition services seal.
So each, a directorate within NBC for branding purposes
has their own color if you will and so for AQD it's green.
And so again we wanted to ingrain that
in our new employee's heads right away.
So you know we did branding even for our directorates here.
At the bottom in that box you will see four different areas
and so each directorate page looks just like this
and what it is, it's the presentations,
their directorate overview, this is the same presentation
that is given at new employee orientation,
the live orientation.
We have work charts for that organization,
we have key officials and contacts
and also directorate specific jargon and acronyms.
And I think that's really cool,
because you know especially what,
actually whether you are a new fad
or not just coming into any organization
there are so many acronyms
that are out there that you just don't know.
And so actually what we did was,
we put the directorate specific acronyms on this page,
but under our general information navigation
we have an alphabetical listing.
So that way if you are not sure what directorate it is,
which directorate that acronym is for
you can go to that page and look it by the letter.
So each directorate has that page,
has a page that looks just like that.
Moving on to the next navigation is NBC locations
and so what we did here was
we tried to highlight the major NBC locations
and we developed a guide that we call,
Welcome to the Neighborhood.
So we asked for specific information
so that way if you go to any
Welcome to the Neighborhood guide,
it should look pretty similar.
So we ask for information such as building and safety,
conference room scheduling, parking information,
restaurants nearby, hotels in the areas,
directions from the airport, billing services
and we ask for a picture of your location.
And what's really cool about this is,
I can't tell you how many people have come up to me,
I work in the DC office who are in DC
and are traveling to other offices
and you know they know about this,
so they are like, this is great, I can go in
and I can, I know that I am going to Albuquerque,
I can find directions from the airport,
I know what hotels to call,
I know where to eat and even if there are some people
who have the schedule, they have meetings out there.
So they go to the guy, that says,
who had called to schedule a conference room.
So they have done that as well.
So what we always try to impart on people is that,
this is not just for new employees
it's absolutely for current employees too,
so very exciting stuff here.
and then the last one, at the top of the last navigation,
orientation FAQ's.
Of course, see ambiguous FAQ section.
Okay evaluation,
our program started last July, July 1st,
so we are 8, 9 months into it.
And so at this point what we have done is,
we did an initial baseline of recent hires
this was conducted prior to the
new employee orientation program implementation
and what we are going to be doing is
reviewing the turnover statistics every year
and we'll essentially compare the data
from the past few years against our new group of employees
post July 1st 2009.
And I think it will be really interesting to compare
and see how far they are staying with NBC
compared to their counterparts
who were hired before July 1st 2009.
Right now, we are generally focusing on
the qualitative measures and after the first year,
we are going to be looking at more quantitative metrics,
all the new hires are surveyed at the end of live orientation
and at periodic intervals throughout the first year.
And that employee... that survey
that we do right after orientation it's really,
it's great because to us,
it gives us immediate feedback
and we are very open and honest.
Particularly, with our first group we said,
"Hey, you guys are the guinea pigs"
but with every group even after we always ask for
very candid feedback,
I mean this is a program for employees
so if we are doing something wrong,
we definitely want to know and we want to change it.
So I'm thrilled to say that the feedback that we've received,
it's incredibly positive,
it's very validating to all the work that we've put into this,
so we are very excited about that.
Okay, the question that everyone has been asking,
how much is this going to cost me?
All right, remember I told you we had $100,000,
well we gave a lot of that back
and I think there are a lot of organizations within NBC
that were very happy to have that back,
but what we did spend was to develop the program,
came out to about and these are approximations, about $18,000.
So the website for the design of it,
again we worked with our web master at a cost obviously,
that was $14,000 and then for the design work
on all of the materials that we worked with
from our graphics department, that came to about $4000.
So the actual program development, about 18,000.
On an annual basis, it's about $23,000,
so this breaks out to about 6000;
this is just for general website maintenance,
development, all of our new updates, things like that.
About 4000 we spent on NBC Paraphernalia
kind of the fun stuff
that we give to everybody when they come to live orientation,
about $1000 on general refresh of materials
and again this is primarily design work,
updates to welcome to the neighborhood, booklets,
the checklists, things like that.
$12,000, approximately 12,000 is spent for orientation material.
So CVN source labels, name tags, tent cards,
pretty much the things that you generally would spend
on any sort of training.
And as I mentioned before, the directorates do pay
for the travel cost for their attendees,
now that last bullet that's not included in the 23,000
and I don't really have a figure for you.
I can tell you that for the most part,
the tendency has been that employees tend to stay,
they go to the orientation either in their location,
you know, for Denver there are so many people there
that will generally wait.
However, we definitely do have some Directors
that are pretty good about making sure that
they try to get their employes to that next closest one.
But by and large I really don't think that the travel cost,
I think it's pretty minimal.
So that's essentially how that breaks out.
Okay, so I wanted to be able,
now that we are eight to nine months in the program
and that we've developed it,
I wanted to try and give you
some information on lessons learned.
As far as the live orientation goes,
for instance like we had a training on,
a component on activity based costing
and this is something that we track internally,
it's a big program area of NBC,
but what we came to realize from the feedback
was that people are already getting their initial training
on it when they came onboard,
it was kind of redundant by the time
that they got to live orientation.
So we said, all right, let's get rid of that, no problem.
One of the things we also encountered
was that we realized that as far as presentation skills go,
not every person is a presenter
so we were asking, we mandated that our Associate Directors,
our Directorate heads do that presentation,
so again not everybody is a natural presenter
and that's been an area that we've had to work on,
but I'm happy to say its getting better, every orientation.
We have had suggestions from our new employees
that they want more information that's orientation, orientation
specific information about their Directorate.
So what we've done is we brought that feedback
back to the Associate Directors
and some of them are working on it
and we told them we will be happy to help them,
not develop it but to help them.
As far as the website goes,
we had a few modifications to the checklist
and again this is based on continued feedback,
the one thing I would say here again,
allow more time for the development of the website,
this is my first time so I didn't really know
what to expect but this was a really,
we were scrambling at the last minute,
I mean really like the 24th hour we were there.
So it was, just over the lot of work, so build that in.
As far as program management goes,
I wrote here, announced program roll out
by means other than e-mail
and I think that's really important because
well we live in this age of instant e-mails,
its just not the best way to get this out here,
this was an NBC live program,
it was a very important program
and in hindsight I wish that we could have done something like,
yes like a Webinar or even a Webex.
And so again lessons learned,
it's definitely something that we would
consider doing next time
as a way to get this really critical information
out by means other than e-mail.
I also wanted to just take a moment here,
some of you maybe wondering
when we looked at the new employee orientation website,
there were a lot areas particularly
like Director information
or the Welcome to the Neighborhood guides,
those are huge area which we didn't go into
that dealt with administrative information.
You maybe wondering why that is
on a new employer orientation website thinking,
hey this is really good information for all employees
and you're absolutely right
and what happened was when we developed this program last year
our NBC Internet well let's just say
it hasn't been updated in several years
and so it's very difficult to find information.
So well we wanted to put that information out there,
we really didn't know where to put it
because of the way it was, you know, the lack of organization.
So we put it on to this website
and got the message out hey current employees
here is where you can find information too.
I'm happy to say fast-forward a year later
that we are in the midst of it wasn't called a
NBC Internet refresh project
but it's really complete redesign,
we've gotten commitment from the leadership team
we have representation from the Directorates
our office isn't leading it
that's done by one of our offices
that also focus on organization wide initiatives
but our offices have a major lead in it
and it's fantastic, I mean it's a ton of work
but we have completely redesigned it,
re-scoped it, there's new architecture to it.
So it's going to done probably in July
but what we've done is we have taken a lot of that
general NBC information
that's applicable to both current and new employees
and where we brought it over.
So we've dismantled every week
a little more of the NBC NEOP website,
it's painful as the person who designed it,
you know, every week I'm like,
you are taking that but I know its all for the calling good.
So we are very excited about that
and really to share that information
with people out there with our employees.
So what took a bit longer than expected,
now I just, I have to tell you about this graphic,
for those of you that don't know
here is a little interesting tip for,
I don't know the next cocktail party.
So when we went on our tour with the park rangers
when we had our orientation here,
of course we went to Washington Monument
for those of you who have been to the Washington Monument,
you will notice that about a third to the way up
it changes colors
and so what happened was, was back in,
I think it was 1850s the national monument,
Washington Monument Society ran out of money
during construction, so construction halted for 25 years
and the Federal Government subsequently took over
and finished but due to erosion, wind, rain,
its now two color.
So that took a lot longer than expected
and here's a couple of other thing
that took longer than expected.
The first was developing a process
to transmit new hirer information to the Director,
Director Heads and Hiring Managers.
And if you remember a little while ago
I told you that the Director sends out a letter from the,
a Director's letter to all new employees,
the ADs, the Associate Directors also send out an e-mail
as well as the supervisors,
well how do they know that a new employee is coming on
and also how did they know about
when somebody's account has been setup
so that the AD can then send the e-mail welcoming them.
Well as it turns out, this was a very involved process,
that kind of information as far as the
getting that information to the Director
for sending it to the home,
that included an address which is personal information.
So we had to go through a very in-depth process
to try and make sure that it was all encrypted
and that it got up to the
Director's executive assistant in the correct format.
Definitely, a process that took much longer
than I expected as did the,
getting the notification to the supervisors
and the Director heads
that their employee was setup on e-mail.
This was an incredibly involved process
in working with our IT area
and ensuring that we had the right processes
now in place to get that information out there.
Interestingly, this example is great
because what happened was when we put this program together
what we recognized was that
it exposed some flaws in our processes and procedures.
So for instance supervisors before didn't know
when their new employee was up on e-mail
and you've got new employee got e-mails to send,
well they don't know, now they know.
So that works out really well,
the supervisors are really excited about that.
Also a little sidebar here,
what was interesting talking about you know this program
one of the things that we found was
with the registration form
there was an area on the registration form
that asked for people to put in their Directorate.
Well when people would send that back
I'd say about a good 20% didn't put their Directorate,
they would put an office, maybe a different organization,
but what it said to us clearly was that people in NBC
don't know their Directorate which I found amazing
because some much of what we do in NBC
we talk about is done by Directorate.
So this again, this shed light on something that was really,
that needed to happen which was,
people need to know what Directorate that they are in.
So what was great, we ended up calling HR,
we worked with them and in their on boarding process
we made a suggestion that you print out the NBC work chart
and literally circle this is your Directorate
and it worked, people know where they work now,
they know what Directorate they are in,
really simple, but good stuff.
Other things that took longer than expected,
the content for the website, I mentioned this earlier.
The majority of this content was merely developed
and just writing this content itself much as finding it,
that was just a huge process it just took a
really, really long time.
But again we ended up with some new documents
that were really helpful.
We worked with our IT area, we use Lotus Notes.
Now I know most of the world uses Microsoft,
so if you come to our organization,
chances are you probably have not used Lotus Notes.
Well we had no user guide, no quick tips, no nothing,
so I asked IT,
"Hey can you put some stuff together."
So with little bit of arm twisting they did
and so now we've got that kind of information too.
So again it was a flaw in our process, now it's fixed.
Also what took longer the new employee checklist,
this was a huge effort, we worked really closely with HR,
we sent it out to other parties as well
and again we fell really good about how it's ended up,
but it just took an incredibly long time to actually do.
The last piece is developing the esodic communications.
We send out a lot of information,
we send out information to the new employee
about two weeks after they come on board
and then we have a lot of subsequent communications.
And again trying to have that professional feel to it,
we try and personalize when we can
and really for the most part except for one I could think of,
we don't personalize,
but otherwise it's just a lot of communication
that we had to develop
to ensure that people were doing the things
that they needed to do in the right time.
So it took a lot of time.
So if I had a gene and I had three wishes,
I decided I will only need one which is automation.
I have a spreadsheet and it is not pretty,
but it gives me the information that I need.
And what it is, is that, when we developed this,
we didn't have a mechanism to automate
all of these different e-mails and communications
to our new employees that they needed to know.
So I have got this crazy spread sheet which has
each persons name and their Directorate
and their date of hire, which then triggers all other columns
which we've set up with date formulas.
But it essentially tells me
this is when I need to send out the e-mail to tell them,
the remainder of that live orientation
and then the second remainder
and then the remainder to their supervisor
and then we've got the check list remainders.
So there is a lot of different communications
that we've set up but it's not automated.
The good thing is that we,
what happened couple of months ago
we switched over our learning management systems,
so I had spoken with the program manager prior to that,
he said, "yeah, give us sometime,
I think this is something we can help you with"
and I absolutely believe it is.
And so over the next couple of weeks
we'll be talking with them about
how to automate these different things
and what we are going to do is try
and actually include it into each employees learning plan.
So again we have all the e-mails set up, we've got the dates,
we just need that automation to happen,
so I feel confident it will.
Okay, what are keys to success, as I mentioned in the beginning
there was no orientation program,
so anything we did it was a positive,
it was all good stuff, I didn't even think about it,
new employee orientation it's easy,
it's understandable, it's relatable.
There is nothing messy about it,
no one is going to say that's bad to educate your employees,
no it's all good stuff.
So having a program like that to work with is always a plus.
We had an enormous amount of autonomy
as to how the program would be developed
and what to include in the components.
And I talked about that earlier
when we went back to the senior leadership team,
but basically what we developed was we think it's robust
and you know we've provided all the significant information,
we have provided information that we think
will be helpful to our new employees made successful
and again it's not controversial,
it's not secretive, it's not confidential.
So it's hard to find fault with the topic
and the senior leadership team definitely embraced the program
and supported it, and that's really good stuff
because that's its so huge,
the senior leadership commitment.
We again as I mentioned during the live orientation
we have all of the Associate Directors
come into a presentation and that is huge.
I mean I couldn't put a dollar figure on
how much we have gotten in that return.
We have employees every time coming up to us and saying,
"Wow, that was so great.
I can't believe all the Directors came,
it is so great to see them in person
and here what they are doing,"
that right there shows their, shows their commitment.
And what we did was, we were a little sneaky
in writing our policy,
we actually put in there that under roles
and responsibilities that each Associate Director must attend
and present at new employee orientation and we did this,
because you all know what happens.
Because then they decide they can't come
and they designate it to their next person
and then it goes down and down so on and so forth
and we did not want that to happen.
So what we did was we actually wrote in language
saying that if you cannot come you must get,
you must have left the, NBC Directorate mail
and your permission from them, something like that.
So everyone showed up, so that's good.
The employees found it meaningful,
they immediately became connected to the organization
and they saw the value.
I have to share a little story with you,
it was our very first orientation last July
and it was on day one, kind of towards the end of the day
and this new employee comes up to me in orientation and says,
this is great, this is better than anything
I have ever gone to, this is really cool.
I feel really valued and I swear to God, my first thought was,
"did somebody just pay 20 bucks to say that,"
go up to Rebecca and tell her you feel valued.
So I mean that right there, that just spoke volumes,
I was so excited to hear that.
We also implemented a schedule of constant communications
with the new employees
which I had mentioned earlier
and presented for the live orientation.
Again we've got probably, oh gosh, anywhere between,
maybe 12 and 15 different people
coming to present out live orientation.
That's a big coordination process.
And we want to make sure that we get the updated presentations,
we get confirmation they are coming,
all this good stuff that has to happen.
So we do a lot of, we do,
we've implemented a pretty strong schedule
and speaking of schedule,
we actually just put out the schedule
through May of next year,
we just put it out last week,
because again this is such an important program
we wanted to get people as much as notice as possible
so the e-mail totally effective,
make sure this is on your calendar.
So everybody knows where they need to be and when.
Let's see here, the last thing a couple of other things
I want to say about key to success,
we market this program whenever possible,
even if people are talking about new employee orientation
it's amazing how we can somehow get it into the conversation.
So anybody who will listen we will say it too.
And if little things, even like if somebody e-mails me and says,
"Oh, I know you are the contact, can I have a registration form."
I will always send them to a website
and I will e-mail back saying,
"Oh you can find the registration form
on the website at this link."
So anything to get them back to the website
in which I hope that will take a couple of minutes
or walk through and see what other information is out there.
Another reason why it's been successful is that,
we do some major marketing, a couple of weeks before the,
the live orientation.
So what we do is because our systems aren't
as current as we like it to be,
we actually contact the human resources offices to say,
"Hey, who is coming on board within the next few weeks,
right before the live orientation,"
and we'll go out and call the supervisors
and have the supervisors register them
and people are really grateful like,
"Oh well I didn't think about that, that's great."
My employee is coming on two days before your orientation,
so yeah let's sign them up.
So you know we really try and be proactive when possible.
So what our new hires are saying,
just in case you are wondering,
no President Obama, Borat, or Michael Jackson
none of them have come to orientation
but it's then keeping with our
fun laid back casual approach here.
But really a couple of things
that some of our employees have said is that,
this orientations surpassed all prior orientations
I have attended in the past.
Being new it gave me a better understanding of the NBC,
the ability to network with others in my division
as well as other Directorates
and having the orientation in DC
helped me to grasp the significance
of the Department of the Interior
and help NBC fits within its scheme.
So, this here is really
this is what we hear from all of
I can't say all but the majority of our employees,
they are really pleased with the program
and really see its value.
So, what are we most proud of?
At this point, I have showed you a lot of different pieces,
but I tried to capture a couple, one is,
the welcome letter from the director.
Again, this we are heading the employees before
they walk in on day one,
so it is so important, it is a hand sign,
it is a great letter,
it is really great letter I mean, you read it and you think,
wow I want to go work for the NBC
and that is exactly what we want.
So we are really proud of that,
we are proud of the live orientation.
There is a lot of work that goes into it,
really great information
that is being communicated to our employees,
it is great way to educate them
and we feel that when they leave orientation
they have a really good grasp of the NBC.
The new employer orientation website, as you saw,
there is just a ton of information out there,
so we finally had a place to capture that
and the new employee checklist.
Again, I would say 99% of what needs to be captured
is in that checklist.
So, if they do the checklist,
they should know what is going on.
They should not be lost.
So, the end result, happy, engaged, informed
and productive employees.
I just have I think two more slides here, one is,
I ran through a whole bunch of information I know,
you can't see all the screenshots really well.
So, what I did was I developed a slide here
that shows all the components the key deliverables
for the orientation program
and then on the next slide talks about
the highlights of the new employee orientation website.
So, these are all the things
I think for the most part that I have gone through.
And lastly, here is how you can contact me, as I said earlier,
I love talking about this, so if you have any questions,
comments, please feel free to call or send me an email
and we are really proud of this,
so we are happy to share what we have done.
So, for those of you who can't read it, let me just give you.
Again, my name is Rebecca Fields
and my email is rebeccaópó
and phone number is 202-208-4841.
I think we have a little bit of time for questions.
I think you are supposed to email,
okay so we will you.
No questions.
Rebecca I have...
can you hear me, I have a few questions,
this is Karen Kolakowski.
First of all, thank you.
I am just your energy is contagious,
while I loved my job here,
I want to attend your orientation program
and still stay here,
but it just sounds like a wonderful program
and it sounds like a wonderful recruitment and retention tool,
which is what these webinars are going to be all about is sharing
and I love that you went into enough detail
that I think there are lot of takeaways for people.
I just had a few questions.
For example, what happens if the employees
do not attend within the six months?
Is this part of their performance appraisal evaluation
or what happens?
No, that is great question.
I think everyone can hear you, but just incase,
the question was what happens
if an employee does not attend within six months.
No, this is not part of their performance appraisal
There is certainly extenuating circumstances
and we have had a couple of them and that is fine.
You know, they try and come to the next one,
regardless of where they are located
and if not they will attend after that.
You know, we are not the police;
we are just trying to make sure that
everybody has the information that they need.
Wonderful, thank you.
And you mentioned that all new hires have a survey or
administer to survey at the end of the orientation and
periodically throughout the first year.
Do you have an exit interview;
you were talking about retention information and turnover.
You were talking about turnover.
Is there an exit interview that you do?
Well, there is and I can only speak briefly on it,
there is an exit interview actually
that the department has just
well they piloted in one bureau
now they are sending it out department wide.
It is a very long survey,
so it will be interesting to see what kind of feedback there is,
but for now, that is our exit survey,
so we will certainly be comparing that
against the data that we get.
Oh wonderful, thanks.
And let's see, do any of your current employees
for example people from your HR department
attend the orientation so that they can see
or even the supervisor so that they can see
what their new employees are experiencing
and so they can take some of that information back
and use it as well.
That is a great question, I am so glad you brought that up,
because I did forget to mention something about
live orientation.
One is, the first is that,
at the end of each day at the live orientation,
we have a benefit specialist that comes up
to answer individual questions
and we let people know this before they come to orientation
so they can start to think about it
and we remind them throughout.
So, that's really great, people can have their own
personalized service right there.
Also what we do, every orientation,
we invite current employees;
anybody can come to our orientation.
So, as a matter of fact, I don't think,
we have had one person sit in for the entire orientation,
but we have definitely had a handful of people that come in,
sit through a couple of presentations you know,
and then skid out on back to their job,
but yeah, anybody can come.
I can't tell you how many people have come to me,
current employees,
oh my god I wish I had this when I was here
and I look at them and I say me too.
So, there is a lot of good stuff that people want
and are craving to know.
I can understand from having to listen
to your presentation today.
Okay we do have a question from the web.
This is coming from health and human services
and they want to know,
do employees have a choice of which location
that they attend orientation.
For example, can a Denver employee opt to go to DC
and vice versa?
Absolutely, I am sorry.
The question was does the employee have the choice
of which location that they attend orientation?
The answer is yes and it is primarily due to funding.
Again, we specifically put into the policy
that they have to attend within six months.
So that generally most of our employees
can attend a local orientation
although we highly encourage when possible for people
to attend the orientation regardless of location
as closest to the start date as possible.
I have one more question Rebecca.
I swear these are not planted questions.
You mentioned that current employees receive an email
from the supervisor announcing the arrival of the new employee
with a little bit information about that new employee.
Does the new employee receive a similar email,
so that when they walk in,
they are familiar with the names and also know a little about
who they will be working with.
It is sometimes uncomfortable to walk in
and everybody knows something about you
and they only have to know one name
you are the new person who knows nothing about these people
or their names, do you do that.
Have you considered doing that?
You know what, that is a great question.
Actually, no we don't do it right now,
but what we do is in that supervisor checklist
we do have an item that talks about on the first day
walking your employee around,
introducing them to their colleagues,
you know showing them where to sit
and all those kinds of things like that.
So, not exactly but we have captured it
somewhat in that checklist.
Thank you. Anymore questions from out in webcast land?
Any questions here in the room.
Okay, wonderful, Rebecca thank you so much.
I know that there will be a number of people
who would like to se your sides,
you had a lot of information in there,
so we are going to offer several ways
for you to receive those slides.
The first is if you send an email to employee at
that is
We will make sure that you receive a copy of the slides
or you may send an email request to me,
I will spell that for you,
but as I know many of you already know
you have that email address,
because it was in the invitation to this webinar,
but that is
and again you have that email address already
and if you send your request,
we will make sure you get a copy of the slides
and also if you think of any additional questions,
Rebecca gave her email address,
We thank you very much for your participation today,
it is the audience
and the presenters that make this a success
and we are very appreciative of that.
We hope that you have some great takeaways
and we look forward to having participation in future events.
The next one that we will be holding is on Thursday May 13th
from 1PM to 3:30 PM eastern standard time,
it will be a forum,
it will be held here at headquarters OPM
in Washington DC
and it also will be webcast for those of you
who are not local or who cannot attend in person
and details will be announced in April.
Thank you very much.
Thank you.